Over the past four years at CEC, Lindsey Whiteside has worked closely with leaders across the firm to support teams, talent, and culture. From her time as Director of HR Business Partners to her newest role as Chief Human Resources Officer (CHRO), she’s been deeply involved in shaping how CEC invests in its people.
Throughout that time, she’s been involved in guiding and advancing CEC’s people strategy and partnering with leaders across the organization.
As CEC continues to expand and evolve, Lindsey is focused on developing talent, supporting strong leadership, and reinforcing a culture that enables performance and innovation.
We sat down with Lindsey for a Q&A to get to know her better and hear her perspective on what’s ahead.
Q: Having spent four years at CEC and now stepping into the CHRO role, how has your internal experience positioned you to support the company’s next phase of growth?
A: My role has really evolved over time, and that evolution has given me a lot of insight into our people, no matter their title or level. By managing our employee engagement program, I’ve learned about what people are looking for in their work environments, what drives them, and what keeps them motivated. It was actually one of my very first projects, and I feel very fortunate to have had a key role in implementing it.
This knowledge and experience has given me a strong foundation and invaluable perspective that will help how we drive forward on our strategic plan, while keeping our people and our values top of mind.
Q: From your perspective, how does CEC’s culture enable the company to deliver results for clients and partners?
A: What really stands out to me is that CEC has strong common threads across the organization, while still leaving room for each office to have its own personality. Every location feels a little different and that’s a good thing. It helps teams feel comfortable, connected, and supported in ways that make sense locally.
At the same time, we’re united by shared values. You see it in how people approach their work. There’s a lot of natural problem-solving, curiosity, and a real drive to do great work. People are invested in their projects and genuinely excited about the impact they’re making, whether they’re in the office or out in the field.
That combination of connection, trust, and continuous improvement creates an environment where people collaborate well, stay engaged, and bring their best thinking to clients and partners. And ultimately, that’s what drives strong, consistent results.
Q: As CHRO, what “people strategies” will be most critical in supporting CEC’s business objectives over the next several years?
A: A big focus for me is continuing to strengthen employee engagement while staying nimble. Our employees’ needs are always evolving, and it’s important that we adapt without losing sight of who we are and the high-quality work we’re known for. That balance, and being thoughtful and intentional about change, is critical.
Our engagement program plays a big role in that. We set direction at the organizational level, but we also give local offices the flexibility to focus on what matters most to their teams. That “meet people where they are” approach is something we’ll continue to build on. We know that strong employee engagement is an indicator of retention, and focusing on the retention of our top-notch talent is key to achieving our growth goals.
Another key priority is employee development. That includes formalizing succession planning, intentional development planning, and focusing on building leaders internally as they grow in their careers here. Retaining great talent, helping them develop, and encouraging them to mentor and grow others is essential for our long-term growth and it directly supports our strategic goals and future success.
“When people build long-term careers at CEC, they carry forward our expectations around quality, collaboration, and how we work together. That knowledge and mindset get passed along, rather than lost, which is incredibly valuable.”
Q: CEC’s investment in internal talent is reflected in your own career path. How does internal mobility strengthen the organization overall?
A: Internal mobility really comes down to development and keeping work interesting and challenging. When people are given opportunities to learn new skills, take on different experiences, and work with a variety of managers, clients, and projects, it keeps them engaged and motivated to stay and grow here.
It also helps us stay true to who we are as an organization. When people build long-term careers at CEC, they carry forward our expectations around quality, collaboration, and how we work together. That knowledge and mindset get passed along, rather than lost, which is incredibly valuable.
You also see the impact culturally. Having long-tenured employees who are still enthusiastic about their work and who naturally mentor and energize newer employees creates a strong environment. It shows what’s possible here. From a recruiting perspective, seeing people grow and advance internally is powerful proof that CEC is a place where you can build a career, not just take a job.
And as an employee-owned company, internal mobility is even more meaningful. Employee ownership creates a sense of shared investment; people truly have skin in the game. Seeing your own growth aligning with the success of the company reinforces commitment, pride, and long-term engagement, which ultimately makes the organization stronger.
Q: What message would you share with clients, partners, and prospective talent about CEC’s approach to people and leadership?
A: I’d point back to my own journey here, because it really reflects how CEC thinks about people. I started as an individual contributor, learning the business, learning how our leaders think, and focusing on doing great work. I didn’t come from an engineering background, so there was a learning curve. That curiosity, support, and commitment to excellence really shaped my growth.
Over time, that focus led to opportunities to manage, lead, and eventually step into this role. My experience isn’t unique. You see that same story playing out all across CEC. We invest in our people, give them room to grow, and promote from within whenever possible.
For clients and partners, it means that you’re working with teams who are deeply invested, experienced, and aligned around doing great work. And for prospective talent, it means CEC is a place with real opportunity. That’s what excites me most: the depth of talent here and the endless opportunities to keep growing together.
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